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| Criterion |  Operations Visual Management |  Agile Ideal Days |  Decision Making PERT Estimation |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Ongoing | 15-60 min | 15-45 min | 2-5 min je Item |
Participantsdifferent | 1-20 | 2-9 | 1-8 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | SignalsOperationsVisual management | EstimationEffortAgile | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam |